Denison Culture Survey Results

Debrief and Action Planning

Insert Unit Name and/or Logo here

Prepared by:

Insert Your Name Here

Debrief and Action Planning Agenda

    Welcome (5 minutes)  Purpose/Objectives Overview of the Denison Model (30 minutes) Case Study: The 100 Year Old Manufacturing Company (10 minutes) Your Results   Group reactions and insights (60 minutes) Discussion of implications (10 minutes)     Developing areas of priority (45-60 minutes) Creating action plans (45-60 minutes) Group reports (10 per report minutes) Next steps (agreement on follow-up) (15 minutes)

Welcome

Data Analysis & Action Planning

Key Steps in the Culture Development Process

You are Here Step I What Step II So What Step III Now What Step IV Step V Assessment (collecting survey data)

Goal: To fully explore the current culture. To surface overall strengths and weaknesses and identify possible sub cultures/areas of opportunity

Creating Understanding

Goal: To create a

common

understanding of the data and the associated beliefs & assumptions driving the current cultural strengths and weaknesses

Choosing to Shift the Culture?

Goal: To establish true alignment around the

need for culture change

AND to focus efforts on areas of maximum impact

Action Planning

Goal: To generate ideas for moving the culture forward; prioritizing and developing specific action plans

Implementation & Evaluation

Goal: To execute against the action plans and measure progress – with a constant link back to organizational or group performance

Objectives

     Discuss your Denison Culture Survey Results Create a common understanding of the results Reach agreement on the need to change Establish areas of priority Develop your action plans

The Parallel Paths Approach to Driving Culture Change

Division-Wide Actions Unit Actions Team Actions Leader/Manager Actions

Overview of the Denison Model

Adaptability

Pattern..Trends..Market

Translating the demands of the educational environment into action “ Are we listening to the students/clients?

”

Involvement

Commitment ... Ownership … Responsibility

Building human capability, ownership, and responsibility “ Are our people aligned and engaged?

“

What Counts…

Mission

Direction..Purpose..Blueprint

Defining a meaningful long-term direction for the Unit “ Do we know where we are going?

”

Consistency

Systems… Structures… Processes

Defining the values and systems that are the basis of a strong culture “ Does our system create leverage?

”

MISSION High Performing organizations have a Mission that tells employees WHY they are doing the work they do, and how the work they do each day contributes to the WHY.

Vision is the ultimate reason you are in education – your purpose - what you are ultimately trying to achieve.

Strategic Direction typically refers to the multi year strategies – high priorities established to

‘

operationalize

’

the vision.

Goals and Objectives strategy.

are the short-term, specific goals established that help every employee see how his/her daily activities connect to the vision & the

CONSISTENCY

All high-performing organizations have aspects of their culture that provide Consistency and stability. Specifically, they have a clear set of Core Values that help employees and leaders make consistent decisions and behave in a consistent manner. By engaging in dialogue and getting multiple perspectives on the table they are able to reach Agreement when difficult issues and problems arise. Employees understand how the

‘

work that they do impacts others – and how other

’

s work impacts them. They do not just throw things over the fence

’

. They make sure that work is Coordinated and Integrated whole.

to serve the organization as a

High performing organizations encourage and support employee Involvement . They clarify those areas where employees can make decisions, have input, or those areas that are beyond

‘

an employee informed

’ ’

s scope of responsibility. This promotes Empowerment .

Teamwork is encouraged so that creative ideas are captured and employees support one another in accomplishing the work that needs to get done.

Capability Development and giving employees responsibilities. is practiced in a variety of ways, including training, coaching, exposure to new roles and

INVOLVEMENT

High performing organizations are Adaptive – they look for new and improved ways to do their work. They welcome new ideas and are willing to try new approaches to doing things. They see Creating Change as an important part of the way they do business.

Customer Focus is critical. Employees recognize the need to serve their customers/students – both internal & external. They continually look for new and improved ways to meet and exceed customer/student expectations.

‘

Thoughtful

’

risk taking is encouraged. Organizational Learning is not

‘

means we gain knowledge from successes and failures. Our first reaction to reasonable mistakes Who is to blame?

’

, but rather

‘

What can we learn?

’

ADAPTABILITY

Culture Example: 100-Year-Old Manufacturing Company

Culture Example: 100-Year-Old Manufacturing Company

This is one of the four key traits that impact business performance.

This is one of the three indices that measure behaviors for this trait. Each of the twelve indices consists of five survey items.

This is a percentile score. A percentile is your organization norm.) This Objectives.

’

s score as a percentage benchmarked against the average of other organizations. (This average is called a organization, for example, scored better than 68 percent of all of the companies in the database in the area of Goals and The profile is colored to show the quartile in which the percentile falls. This score, for example, falls in the third quartile.

Case Study: 100 Year Old Manufacturing Company

What patterns do you see in this organization?

What are their strengths?

What are their weaknesses?

What might be the implications for their business?

What would it be like to be an employee in this organization? A leader?

Case Study: 100 Year Old Manufacturing Company

First in industry, but declining Trying to hold on to the past 1st time in 20 years failed to meet targets Targeted by new competitors President ‘ operationally ’ focused “ We ’ re a team going down together ”

Insert Your Results Here

Moving the Group Forward

From What… to So What… to Now What

Small Group Discussion: Report Analysis & Action Planning

  What are your first impressions of the data?

 Better than expected? Worse? Other impressions?

What do the reports suggest in regards to strengths and weaknesses?

    Is one half of the model stronger than the other? Is the circumplex in balance or out of balance?

What are the strongest Traits (quadrants)? Weakest?

What are the strongest Indices? Weakest?

Do the highest and lowest items offer any additional insights?

Large Group Discussion: Report Analysis & Action Planning

 What key themes seem to be emerging?

 What might be some of the underlying Beliefs & Assumptions that may have led to our current results?

Large Group Discussion: Unit Goals

 Setting the data aside for a moment, what are our key objectives over the next 12-24 months?

 Do we have agreement that making progress with respect to our culture will better position us to reach our key objectives?

From What… to So What…

to Now What

Now What: Culture Prioritization

 Goal: Translate your Culture Results into Action “

Organizations react to where they place their attention.

”

Focusing Attention

  Identify two Denison Indices that you believe will best help us achieve our goals over the next 12-24 months:  Which indices are critical to achieving our goals and objectives AND are currently strengths of our group? (Areas to ‘

keep doing what we

’

re doing

’ )  Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning) Use the worksheets on the next two pages to help you think through this process.

Prioritization Notes

What are our most critical objectives over the next 12 months?

Which indices are critical to achieving our goals and objectives AND are currently strengths of our function? (Areas to ‘

keep doing what we

’

re doing

’ ) Which indices are critical to achieving our goals and objectives AND are weaker based on the survey findings? (Areas that require our attention and action planning – these typically become the highest priority areas)

Cultural Index Prioritization

(Individual or Small Group Exercise) Place a check mark (√) in the space provided below for the TWO culture indices that you believe should be prioritized areas of focus over the next 12 months Denison Cultural Index Vision Strategic Direction & Intent Goals & Objectives Coordination & Integration Agreement Core Values Capability Development Team Orientation Empowerment Creating Change Customer Focus Organizational Learning

NOTE: Lower priority does not = low importance. All areas are important for performance. The checked indices reflect those areas that you believe need the most attention because they are critical to our ability to achieve our current objectives AND may be areas of relative weakness.

Cultural Index Prioritization

(Individual or Small Group Exercise) Denison Cultural Index Vision Strategic Direction & Intent Goals & Objectives Coordination & Integration Agreement Core Values Capability Development Team Orientation Empowerment Creating Change Customer Focus Organizational Learning Potential Areas of Focus Facilitator: create a chart like the one above on a flip chart and capture the groups areas of priority by placing checks in the appropriate boxes based on the priorities of the participants

Action Planning

Create an Action Plan for 2-3 Areas of Focus

Progress in One Area Often Brings Progress in Others It is helpful to note that focusing on 2 or 3 areas of the culture model does not mean that you will not see progress in the other

areas. Experience has shown that as you raise your capabilities in one area – it often has a positive impact on other areas of the model as well!

Action Planning Guide

1) Have a FACILITATOR and a TIME KEEPER. 2) Spend time Clarifying the focus area so that everyone understands the nature of the issue being addressed.

3) Discuss what it would look like if you were making noticeable progress in this area. 4) Brainstorm as many options for how to move forward in the targeted area. (Focus on Quantity NOT Quality) 5) • Select the (2-3) ideas/options that you believe will have the most impact

Criteria might include:

• We can generate some short-wins to gain momentum • • We have the resources to do it We have the authority to do it • It will have an impact on one or more of our Key Objectives 6) Decide how you will move forward: • Who needs to be involved?

• • • • • • • Who will lead the effort?

What specific actions are needed?

When does this need to be done?

What potential roadblocks might we encounter?

How will we address/overcome those road blocks (if encountered)?

Who else do we need to ‘ keep in the loop ’ as we proceed?

How will we monitor our progress?